Scaling Leadership: Building Organizational Capability and Capacity to Create Outcomes that Matter Most

ISBN-13: 9781119538257 / Angielski / Twarda / 2019 / 288 str.

William A. (University of Cambridge) Adams

Spis treści

Foreword xiiiAcknowledgments xvIntroduction xixChapter 1 Exposed at Scale 1Leadership at Scale 2The Development Gap 4The Spiritual Journey of Leadership 9Chapter 2 Profiles in Leadership 13Optimal Leadership Circle Profile 15Conditions for Scale 21Bridging the Development Gap 28Chapter 3 Getting a Street View on Leadership 31Sample Demographics 33How Different Are These Groups? 33So What? 37Chapter 4 High-Creative Leadership Strengths 39Strengths of High-Creative Leaders 40Top 10 Skills for High-Creative Leaders 41Biggest Strength Gaps 43What Surprised Us? 44Contribution of Women Leaders 45Scaling Leadership 49Chapter 5 The Strengths of High-Reactive Leaders 53Top 10 Strengths of High-Reactive Leaders 54Non-Differentiating Strengths 55Redefining Leadership 60Chapter 6 Leader Liabilities 65How We Interrupt Our Effectiveness 65Top 10 Liabilities of High-Reactive Leaders 66Case Example: President Edwardo 69Leadership Ratio 71What Is Your Return on Leadership? 73Relationship-Task Balance 73Chapter 7 The Canceling Effect 79The Canceling Effect 80Does Your Leadership Scale? The Impact of Non-Differentiating Strengths 83Seven Multiples, Seven Canceling Effects 84Systemic Canceling Effects 87Are You Amplifying Your Multiple or Your Canceling Effect? 89A Matter of Development (The Peter Principle Revisited) 91Chapter 8 How Leaders Scale Leadership 95Case in Pont: Jeff Hilzinger 95Scaling Leadership Beyond Yourself 96Jeff Hilzinger: A Transformational Leader 111Chapter 9 Full-Spectrum Leadership 115The Middle Groups 116A Pathway of Development 117A Deeper Dive into the Data 118So What? Key Conclusions 124Where Are You? 127It's Time for an Upgrade 129Chapter 10 Reactive Leadership 131Canceled Gifts and Competing Liabilities 134Heart-Centered Leaders 135Will-Centered Leaders 140Head-Centered Leadership 144The Universal Model Maps Core Patterns 149Chapter 11 Transforming Reactive into Creative Leadership 153Shift from Reactive to Creative in Three Movements 155Three Movements, One Symphony 161Complementary Competencies 163Developing Conscious Leadership 166Chapter 12 Practices That Transform Leadership 169How to Change 171Establish Generative Tension 173Tell the Truth About What We Want 173Discerning Purpose 174Distill Vision 175Outcomes and Behavior 176Telling the Truth About Current Reality 178Be Intentional 182Stop, Challenge, Choose 182Practice 184Intuition 184Reflection 185Feedback 187Truth Telling 188Lead the Change 189Chapter 13 Integral Leadership Informed by Grace 193Appendix A Leadership Circle Profile Summary Dimensions 201Appendix B Leadership Effectiveness and Business Performance 207Appendix C Research Methodology 211Description of LQ Indicator and the Selection of Specific Samples Based on LQ 211Description of Qualitative Analysis of Comment Feedback 213Appendix D Definitions of Thematic Strengths and Liabilities 215Appendix E Theorists Integrated into the Leadership Circle UniversalModel of Leadership 221About the Authors 226Notes 228References 235Index 243

O autorze

ROBERT J. ANDERSON is the Founder, Chairman, and Chief Creative Officer of The Leadership Circle, and co-founder of the Full Circle Group. Anderson created The Leadership Circle Profile (LCP) (the first of its kind) a 360-degree feedback tool integrating behavioral competencies with underlying motivational systems.WILLIAM A. ADAMS is the CEO of the Leadership Circle, and Co-founder and CEO of the Full Circle Group. He has worked with CEOs, senior leaders, and boards of directors as a leadership consultant and trusted advisor for over 30 years. Clients include the CEOs and teams of major Fortune 500 corporations (public and private), non-profits and private equity start-up businesses. He works with executives in the areas of business transformation, leadership effectiveness, performance improvement, strategy alignment and execution.